Retail trade managers plan, organize, direct, control and evaluate the operations of establishments that sell merchandise or services on a retail basis. Retail trade managers are employed by retail sales establishments or they may own and operate their own store.
This "Small Business Owner-Operator" profile was developed as part of an occupational standard. It relates to a range of NOC groups including, in particular, "Other Business Services Managers", "Retail Trade Managers", "Restaurant and Food Service Managers", "Accommodation Service Managers", and "Residential Home Builders and Renovators"
.

Retail trade managers plan, organize, direct, control and evaluate the operations of establishments that sell merchandise or services on a retail basis. Retail trade managers are employed by retail sales establishments or they may own and operate their own store.
This "Small Business Owner-Operator" profile was developed as part of an occupational standard. It relates to a range of NOC groups including, in particular, "Other Business Services Managers", "Retail Trade Managers", "Restaurant and Food Service Managers", "Accommodation Service Managers", and "Residential Home Builders and Renovators"
.

Click on any of the Essential Skills to view sample workplace tasks for this occupation.

Skill levels are assigned to tasks: Level 1 tasks are the least complex and level 4 or 5 tasks (depending upon the specific skill) are the most complex. Skill levels are associated with workplace tasks and not the workers performing these tasks.

Scroll down the page to get information on career planning, education and training, and employment and volunteer opportunities.

The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.

Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.

This information has been adapted from the Government of Canada's Essential Skills Profile for
0621a-
Retail Trade Managers (Small Business Owner-Operators)

Read a variety of newspapers and business-related magazine articles and books for professional development, e.g. read articles in magazines, such as Profit to learn about successful business practices and marketing approaches. (3)

Read research reports, economic forecasts and marketing studies, e.g. retail trade managers read reports from the Conference Board of Canada to learn the short and medium-term economic and profitability outlook for the retail sector. (4)

Analyze sales, inventory and slippage data to establish variances and losses due to spoilage and theft. (3)

Analyze the influence that economic growth forecasts, demographics, interest rates and construction costs will have on the demand for your products. Select data from a number of sources, organize and analyze them to ensure accurate conclusions are drawn. (4)

Estimate how many days it will take before stock will need to be reordered. (2)

Estimate the demand for various goods and services on a daily, weekly, monthly and seasonal basis. (2)

Estimate completion times for large, multiphase projects. Consider lead times, times taken to complete similar projects in the past, expected weather conditions and the availability of labour, equipment, parts and building materials. (3)

Small business owner-operators determine their own priorities and the order of tasks in light of daily events, obligations with set deadlines and overall business plans. The day's work plan is often subject to interruptions in order to resolve unforeseen problems and interact with customers as per their schedules. Small business owner-operators must often co-ordinate their own work plans with those of others, such as employees and accountants. (4)

Discover products are out of stock. Contact suppliers and arrange for expedited delivery of the product. Workers with retail chains contact managers at other locations to arrange for in-store transfers. (2)

Discover conflicts between staff. Meet with the staff members to learn about the issue and suggest resolutions. Issue warnings and disciplinary actions in situations where conflict persists. (2)

Encounter equipment malfunctions, such as point-of-sale equipment that is not working. Complete the transactions manually and use other equipment. Troubleshoot the faults and fix the machines if possible. Contact equipment repairers if you cannot repair the equipment yourself. (2)

Discover deadlines cannot be met. Set priorities, mobilize resources and negotiate with customers and suppliers. (2)

Encounter dissatisfied customers. Speak with the customers about their concerns and attempt to negotiate resolutions by offering discounts, refunds and gift certificates, as warranted. (3)

Encounter product and service defects and deficiencies. Speak with staff and suppliers to determine the cause of the defects and deficiencies. Take corrective actions to prevent a similar occurrence from happening. (3)

Judge the condition of products being returned for refunds. Consider signs of wear and tear and the condition of packaging. (2)

Evaluate the performance of staff. Consider factors, such as technical skills, their ability to work with co-workers and their customer service skills. (2)

Evaluate the severity of workplace hazards and their risks. (2)

Evaluate the quality of completed work and services. (3)

Evaluate the performance of sales promotions. Consider revenues generated and the money and effort invested in marketing. (3)

Evaluate the suitability of job applicants and subcontractors. Evaluate résumés, conduct interviews and review information provided by references. Consider requirements of various positions and how job candidates and subcontractors satisfy those requirements. (3)